Most people derive great benefits from community inclusion. Many people are on waiting lists because they need community-based supports and services. We need to understand the reason for some failures and we need to take action to support community services and supports.
This rapidly changing world of human services suggests that we check our anchor definition of quality. Webster’s dictionary characterizes quality as “essential character”, “superiority in kind,” and a “degree of excellence.” These definitions suggest that compliance with licensing and certification standards alone may not demonstrate superiority in kind.
The development of services and supports around outcomes for people stretches the role of the organization's employees, especially those professionals performing assessments and evaluations.
Performance improvement with Personal Outcome Measures® does not mean that performance improvement only occurs person by person. Instead, improvement activities need to focus on the entire organization's abilities to support actions and individuals that promote the achievement of outcomes.
Too much reliance on standardized policies and procedures can prevent or discourage staff from taking the initiative to respond to individual needs. Conversely, lack of policy or procedure can allow too much room for individual action. Organizations need policy to help describe the principles that should guide staff actions.
Since CQL published the Personal Outcome Measures® in 1993, we have continued to emphasize the importance of understanding how individuals define the outcomes for themselves. The Personal Outcome Measures® are not prescriptive.
The values and principles of the Personal Outcome Measures® provide a framework for supporting Direct Support Professionals. Managers and organizations can use the Rule of Seven as a guide to sustaining Direct Support Professionals.
The Personal Outcome Measures® are action oriented. Individuals and organizations learn about and become proficient in personal outcomes through implementation.
Attention to quality of life requires that we look beyond our own services and supports and ask how we can leverage community resources for people. Find out how connections, networks, and circles of support for people can improve quality of life.
Liz Weintraub, CQL Quality Enhancement Specialist, raises awareness about the importance of leadership roles for people with disabilities.
National estimates are that 60-75% of the leadership in disability organizations will retire in the next 3 to 5 years. This expected turnover will require a new generation of leadership.